🗊Презентация Cross-cultural business behavior

Cross-cultural business behavior PART 3

Patterns of cross-cultural business behavior

Group A: Relationship-Focused – Formal – Polychronic – Emotionally Reserved Examples: India, Bangladesh, Vietnam, Thai, Malaysia, Indonesia, Philippines,

Group B: Relationship-Focused – Formal – Monochronic – Emotionally Reserved Examples: Japan, China, Korea, Singapore

Group C: Relationship-Focused – Formal – Polychronic – Emotionally Expressive Examples: Arabs, Egypt, Turkey, Greece, Brazil, Mexico

Group D: Relationship-Focused – Formal – Polychronic – Variably Expressive Examples: Russia, Poland, Romania, Slovakia

Group E: Moderately Deal-Focused – Formal – Variably Monochronic –Expressive Examples: Hungary, Spain, Italy, France

Group F: Moderately Deal-Focused – Formal – Variably Monochronic –Reserved Examples: Baltic States

Negotiating in the Baltic states

Negotiating in the Baltic states

Negotiating in the Baltic states

Negotiating in the Baltic states

Negotiating in the Baltic states

Group G: Deal-Focused – Moderately Formal – Monochronic –Reserved Examples: Denmark, Norway, Britain, Sweden, Finland, Germany, Czech Republic

Germany

The basic characteristics of German business culture are: Time. A monochronic attitude toward the use of time; for example, a desire to complete one action chain before embarking on another; Direct style of communication. A strong belief that Germans are honest, straightforward negotiators; Hierarchy. The German boss is an extremely private person, normally sitting isolated in a large office behind a closed door. American and Scandinavian senior executives prefer an open door policy and like to wander round the corridors and chat with colleagues.

Germans have great respect for possessions and property. Solid buildings, furniture, cars and good clothing are important for them and they will try to impress you with all these things. Working life and private life are usually kept strictly separate. Privacy is important.

Space and Time Germans are the most punctual of all peoples. Foreigners arriving late for appointments will be reminded of their lateness, which will be seen as a sign of unreliability by Germans. “Arriving late” may mean a delay of only two or three minutes. Schedules, action plans and deliveries are strictly observed. Meetings on Friday afternoons, when many offices close early, are not popular.

Communication Pattern The German communication style is frank, open, direct and often loud. Truth comes before diplomacy. Their speech style is serious.

Behavior at Meetings and Negotiations ✦Germans will arrive at the meeting well dressed and with a disciplined appearance. You must match this. ✦ They will observe a hierarchical seating and order of speaking. ✦ They will arrive well informed as to the business to be discussed, and they will expect you to be also. ✦ They have often thought over your possible counterarguments and have their second line of attack ready. ✦ Like the Japanese, they like to go over details time and time again. They wish to avoid misunderstandings later. You must be patient.

Behavior at Meetings and Negotiations ✦ They are willing to make decisions within meetings, but they are always cautious. ✦ They can be very sensitive to criticism themselves; therefore you must go to great lengths to avoid embarrassing them, even unwittingly. ✦ They will write up their notes carefully and come back well prepared the next day. It is advisable for you to do the same.

The Czech Republic

Space and Time Czechs are not particularly tactile people. Handshaking, however, is mandatory on greeting and taking leave. The “distance of comfort” 60-80 centimeters. Czechs arrive on time for appointments and often early for dinner. They are early risers.

Communication Pattern Rushing headlong into discussion is not their style, and rapid conclusions are rare. Their humor is dry. The Czechs are dutiful listeners, always polite and courteous. They rarely interrupt and give little feedback. Their response, if they are unhappy, can be ironic and contain sarcasm.

Behavior at Meetings and Negotiations Czech negotiations are practical and rational. They do not like confrontation. They have a gradualistic approach to problem solving. Decisions can be deferred until tomorrow, but not indefinitely. Brusque confrontation is taboo and they like an approach that leads to calm discussion and the discovery of solutions that suit all concerned.

Sweden

In the world at large, and especially in the English-speaking world, the Swedes seem to be universally popular. Their clean-cut profile as honest, caring, wellinformed.

Behavior in the Business Environment Swedish management is decentralized and democratic; the hierarchical structure of the typical Swedish company has a decidedly horizontal look about it. Power distance is small and the manager is generally accessible to staff and available for discussion.

This collectivist form of decision making bears an interesting comparison with the Japanese system. In both countries it is seen as important that all colleagues have ample opportunity to discuss projects thoroughly, since the right to debate and express one’s opinion is paid for by strict adherence to the company policy once it has been settled. This collectivist form of decision making bears an interesting comparison with the Japanese system. In both countries it is seen as important that all colleagues have ample opportunity to discuss projects thoroughly, since the right to debate and express one’s opinion is paid for by strict adherence to the company policy once it has been settled.

The Swedish model is not without its critics. Swedish weaknesses in the implementation of business: ✦ avoidance of conflict and taking sides ✦ fear of confrontation ✦ reliance on the team for initiatives ✦ avoidance of competition with others in the company

When dealing with Swedes, remember: ✦ They don’t like to contradict their own colleagues. ✦ They believe strongly in their group consensus, so don’t ask them for quick, individual decisions. ✦ They are extremely informal in address, so use first names.

Motivating Factors ✦ Be diplomatic rather than frank. ✦ Promote harmony over the cold truth. ✦ Wait for them (patiently) to reach decisions by consensus. ✦ Remember that they will follow accepted procedures, even if you think you are close to them personally (universalistic culture). ✦ Always try to compromise.

Avoid ✦ Confrontation. ✦ Rushing them. ✦ Talking tough; always be consultative and understanding. ✦ Being overly assertive or appearing overconfident.

Finland

Today Finland raises its head in the development and conduct of international business.

Finnish manages in the Sauna :) Foreign managers in Finland will find that the informal business climate gives them freedom of action. Finnish employees are honest, reliable, punctual and generally loyal. Bureaucracy is kept at a minimum.

Space and Time In Finland, the concepts of space and time are clear-cut and unambiguous. A Finn needs ample physical space— 47 inches (1.2 meters). As for the use of time, you do not waste any and you arrive for meetings and appointments on the dot.

Motivating Factors ✦ Be open, direct. ✦ Do not talk too fast, raise your voice. ✦ Use first names, dress casually and be relaxed about protocol and hierarchy. ✦ Be punctual. ✦ Listen carefully to what they say—it’s not much, but they really mean it. ✦ Be faithful and solid. Remember that in Finnish eyes a statement is often regarded as a promise.

Group H: Deal-Focused – Informal – Monochronic – Variably Expressive Examples: Australia, Canada, USA

Australia

Direct